Performance-based budgeting for North Carolina public transportation systems : final report - Page 25 |
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Performance-Based Budgeting for North Carolina Transit Systems
Institute for Transportation Research and Education, Public Transportation Group 17
Fleet Management Measures
Measure Rationale
Inputs:
§ Total operating expenditures
§ Total capital expenditures
§ Total full-time equivalents (FTEs)
Provides information on funds and labor
resources used to provide services.
Outputs:
§ Total number of vehicles maintained
§ Average miles/use of vehicle
§ Average breakdown of vehicle types
Provides a measure of workload and
activity level.
Intermediate Outcomes:
§ Average cost per maintenance request
§ Average maintenance cost per vehicle
§ Average cost per mile
§ Average time spent per work order
Attempts to track progress in effecting
the changes necessary to produce the end
outcome.
End Outcomes:
§ Quantitative measure: average percentage of
vehicle fleet availability
§ Qualitative measure: condition of fleet
The bottom-line result the program
desires to achieve.
As mentioned previously, in general the goal is to focus on outcome indicators where
possible rather than the simpler measures of inputs or outputs. An outcome is the end
result desired from a program or service. However, these can sometimes be difficult to
identify or measure (e.g. a reduction in traffic congestion or air quality). “Intermediate”
outcomes may be more feasible instead, or they may be helpful in gauging progress
toward an end outcome. Even input and output measures can be quite useful when they
are used to develop measures of efficiency or effectiveness such as cost per vehicle hour
or passengers per vehicle mile.
Some organizations have included the “balanced scorecard” concept as part of the PBB
process. This concept was developed by Kaplan and Norton as a way of ensuring that
more than just the financial bottom line is considered when the goals from strategic plans
are translated into action plans. It does this by dividing the action plans into four key
quadrants: financial accountability, internal business processes, innovation and learning,
and customers.
The various organizational subunits use this action plan for reconciling their strategic
goals and service delivery goals with the overall direction of the organization.
Performance measurement is used to track organizational and programmatic progress
over time. The premise is that program improvements across the organization
accumulate into overall organizational-wide improvement, allowing the organization to
move in the direction identified in the strategic plan by building on the interrelated
connections of strategy, action, budgeting, and performance.
Object Description
Description
| Title | Performance-based budgeting for North Carolina public transportation systems : final report - Page 25 |
| Full Text | Performance-Based Budgeting for North Carolina Transit Systems Institute for Transportation Research and Education, Public Transportation Group 17 Fleet Management Measures Measure Rationale Inputs: § Total operating expenditures § Total capital expenditures § Total full-time equivalents (FTEs) Provides information on funds and labor resources used to provide services. Outputs: § Total number of vehicles maintained § Average miles/use of vehicle § Average breakdown of vehicle types Provides a measure of workload and activity level. Intermediate Outcomes: § Average cost per maintenance request § Average maintenance cost per vehicle § Average cost per mile § Average time spent per work order Attempts to track progress in effecting the changes necessary to produce the end outcome. End Outcomes: § Quantitative measure: average percentage of vehicle fleet availability § Qualitative measure: condition of fleet The bottom-line result the program desires to achieve. As mentioned previously, in general the goal is to focus on outcome indicators where possible rather than the simpler measures of inputs or outputs. An outcome is the end result desired from a program or service. However, these can sometimes be difficult to identify or measure (e.g. a reduction in traffic congestion or air quality). “Intermediate” outcomes may be more feasible instead, or they may be helpful in gauging progress toward an end outcome. Even input and output measures can be quite useful when they are used to develop measures of efficiency or effectiveness such as cost per vehicle hour or passengers per vehicle mile. Some organizations have included the “balanced scorecard” concept as part of the PBB process. This concept was developed by Kaplan and Norton as a way of ensuring that more than just the financial bottom line is considered when the goals from strategic plans are translated into action plans. It does this by dividing the action plans into four key quadrants: financial accountability, internal business processes, innovation and learning, and customers. The various organizational subunits use this action plan for reconciling their strategic goals and service delivery goals with the overall direction of the organization. Performance measurement is used to track organizational and programmatic progress over time. The premise is that program improvements across the organization accumulate into overall organizational-wide improvement, allowing the organization to move in the direction identified in the strategic plan by building on the interrelated connections of strategy, action, budgeting, and performance. |
